The mission of Whole Foods Market is "to offer the highest quality, least processed, most flavorful and naturally preserved foods" (Nelson and Quick 352). The company uses rational decision making in merchandising and operations by employing a decentralized business structure. This means that ideas can be thoroughly processed and analyzed because decisions are made by people who will actually see the results of changes made. In addition, Whole Foods uses a regional organizational structure which allows the company to make decisions based on what works well in each of their eight regions. This idea exemplifies a logical decision making process because differences in geographic locations can be accounted for. The textbook
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The use of self-directed teams ensures that decisions based on consumer satisfaction are made wisely because they are centered on communications which come directly from customers. Because the objective of Whole Foods Market is to provide customers with quality products, it is only logical to provide them with quality service as well. The company knows that when customers feel like their opinion matters, they are more likely to both respect, and shop with, a company that listens and responds proactively. This method may function well, however it does not account for the random nature of customer feedback. In these cases, decisions are made in terms of the garbage can theory. The garbage can model states "decisions in organizations are random and unsystematic" (Nelson and Quick 319). If, for example, a particular customer is displeased with the actions of an employee of Whole Foods, then the employee's supervisor is forced to make a decision to either enforce consequences, or dismiss the complaint. This decision making process is unsystematic. Most times the supervisor's decision will be based on the employee's value to the company.
Participation plays a large role in the decision making at Whole Foods Market. The textbook clearly states that "team members are empowered to make decisions within their responsibility areas" (Nelson and Quick 352). With up to eleven different teams in a